Sentences with phrase «board on your acquisition»

Advising Ontario Teachers» Pension Plan and Public Sector Pension Investment Board on their acquisition of the UK, European, US, and South and Central America renewables projects platform, now known as Cubico.

Advising Canada Pension Plan Investment Board on its acquisition of 40 per cent of Glencore Agricultural Products (GAP), valuing GAP at $ 6.25 bn.

If this is your first time doing this, you may consider engaging an experienced investor who can be your sounding board on your acquisition.

Not exact matches

On the board, we deal with strategic things, like acquisitions.

She also served on the advisory board of Skyhigh Networks until its recent acquisition by McAfee.

Since then, the company's had to weather such self - inflicted wounds as a pretexting scandal in which a board member, an executive and HP - paid investigators faced criminal charges for spying on journalists; the $ 1 billion acquisition of Palm Computing in 2010 to beef up HP's mobile capabilities; then the sale of Palm's intellectual property.

In a letter posted on PR Newswire addressed to Media General's Chairman, CEO, and Board of Directors, Starboard Value LP expressed its concerns about the company's stance regarding certain offers currently on the table — one is a merger deal with Meredith Corp. and the other an acquisition by Nexstar Broadcasting.

The investigation centers on whether DCT's Board of Directors is acting in the shareholders» best interests, whether the board considered alternatives to the acquisition, and whether the board has employed an adequate process to review and act on the proposed transacBoard of Directors is acting in the shareholders» best interests, whether the board considered alternatives to the acquisition, and whether the board has employed an adequate process to review and act on the proposed transacboard considered alternatives to the acquisition, and whether the board has employed an adequate process to review and act on the proposed transacboard has employed an adequate process to review and act on the proposed transaction.

But valuations remain high and boards have recently become more cautious on large acquisitions, as it is more difficult to convince their investors of the potential for value creation at such price levels,» said Gilberto Pozzi, co-head of global M&A at Goldman Sachs Group Inc.

He is a partner of ValueAct Capital, a governance - oriented investment fund that invests in a concentrated portfolio of public companies and works actively with executives and boards of directors on issues of strategy, capital structure, mergers and acquisitions, and talent management.

Unless the Committee or Board determines otherwise prior to the transaction, if substantially all of the assets of the Company are acquired by another corporation or in case of a reorganization of the Company involving the acquisition of the Company by another entity, (i) stock options and stock appreciation rights become exercisable immediately prior to the transaction; (ii) restrictions with respect to restricted stock and RSRs lapse and shares are delivered; and (iii) performance shares and performance units pay out pro rata based on performance through the end of the last calendar quarter.

Kathleen serves on the board of directors of Apptio, a publicly traded provider of business management software - as - a-service applications, and TPG Pace Holdings Corp., a publicly traded special purpose acquisition company.

«Management and our board of directors consistently focus on shareholder returns, whether through investments in new initiatives, acquisitions, share repurchases, or now, dividends on our common stock.

A full six pages of Benchmark's lawsuit were dedicated to describing Kalanick's role in the Otto acquisition and Benchmark's obliviousness to alleged wrongdoing; I noted when the lawsuit was filed that it, more than any of Uber's scandals, had the potential to be Kalanick's doom, and apparently Benchmark agrees (although, of course, one should question why Gurley, then an Uber board member, apparently declined to do more digging on a $ 680 million acquisition).

Connect with other startup companies to share best practices and to get advice on everything from talent acquisition, the best job boards and company branding to compensation tips, onboarding and more.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Tesla maintains that nobody at SolarCity or on its board, including the Rives, had any idea that Musk was continuing to push for an acquisition during this time.

Once, in a debate over the wisdom of buying the largest battery manufacturer in China, Lemann prevailed on his fellow board members by saying the strategic value of the acquisition outweighed concerns over price.

She advises corporations, boards of directors, investors, CEOs and CFOs, and business owners on a wide range of corporate and securities transactions, including mergers and acquisitions, securities offerings, venture capital, joint ventures, and corporate finance.

He has presented at a wide variety of corporate law seminars and symposia around the country, including The Tulane Institute of Corporate Law (where he serves as Co-Chair of the Planning Committee), The Association of General Counsel, The Harvard School of Law, Columbia School of Law, The University of Pennsylvania School of Law, and The University of Pennsylvania Institute of Law and Economics (where he serves as a member of the Board of Advisors), The Annual Institute on Corporate Securities and Related Aspects of Mergers and Acquisitions, sponsored by the New York City Bar Association, as well as a variety of seminars sponsored by The Practicing Law Institute and the American and Delaware State Bar Associations.

Irish drugmaker Shire said on April 24 its board was willing in principle to recommend to shareholders a sweetened 46 billion - pound ($ 64 billion) acquisition offer from rival Takeda Pharmaceutical.

Mr. Stanton was Chairman of the Board of Directors and Chief Executive Officer of Western Wireless and its predecessors from 1992 until Alltel's acquisition of Western Wireless on August 1, 2005 for US$ 6 billion.

Mr. Hodgson advised Goldman Sachs Capital Partners on its $ 1.5 billion acquisition of specialty television assets from Alliance Atlantis Communications Inc. in 2007 to form CanWest Media Works Inc., and served as a board member of CanWest Media Works Inc. following the acquisition.

Most Mergers and Acquisitions are friendly, but a hostile takeover occurs when the acquirer bypasses the board of the targeted company and purchases a majority of the company's stock on the open market.

«The board felt it was important for shareholders to understand that while we are engaging in these takeover offer discussions, should they not materialise we want people to realise that we are still focused on doing bolt - on acquisitions to deliver on our strategic road map which is to further accelerate our growth in luxury and masstige wines.»

The Coalition has proposed changing the make - up of the Foreign Investment Review Board, which is due to make a recommendation to Mr Hockey on the sale, to include small business people and farmers on the board as well as lowering the threshold for proposed rural acquisitions to $ 15 million from $ 248 milBoard, which is due to make a recommendation to Mr Hockey on the sale, to include small business people and farmers on the board as well as lowering the threshold for proposed rural acquisitions to $ 15 million from $ 248 milboard as well as lowering the threshold for proposed rural acquisitions to $ 15 million from $ 248 million.

The entourage disembarks while the 71 - year - old Mitchell bumbles about on board changing into an old faded green shirt and jeans, more practical clothes for the hot, dusty tour of his most recent property acquisition — the sprawling 177,100 - hectare Margaret River Station with its wide - open spinifex grass plains and rocky escarpments.

part of that is an owner and board who put their profits way above the performance of the team but it is also a manager who conforms to the wishes of the board (and for all I know may have an ownership stake as well) by putting their short term interests above the long term performance of the team as a result the team itself has become corrupted by the regime through insufficient investment in upgrading the team (all the more damaging as the environment in which the team operates has become increasingly competitive) with ocassional panic acquisitions to meet minimal (but ever diminishing) performance targets to keep fans on board the result is a massively unbalanced team of overpaid compliant players who have been around for too long, inexperienced (and also overpaid) young players who have not cost the club much (or anything) and small islands of quality players..

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

With the financial powers of Chelski and Man City we have been limited to figting for scraps with other clubs.I think without the injuries we have suffered in the last few seasons i strongly believe we would have won the title atleast twice.I trust once the club find the a solution to our never ending injury list coupled by the acquisition of a top striker, another defensive midfielder and a creative midfielder to compliment the current team i strongly believe Arsene can deliver a the Premier League but that all depends on the boards ambition.

The board of the Park Ridge Recreation and Park District on Monday night wrestled with six ways to finance the acquisition and development of the Edison Park Home site for a new park.

PARK RIDGE — The board of the Park Ridge Recreation and Park District on Monday night wrestled with six ways to finance the acquisition and development of the Edison Park Home site for a new park.

A public hearing on the matter has been scheduled for 7:30 p.m. Monday at the district's Centennial Park, 120 E. Oak St.. A special board meeting will be held after that gathering, park officials said, where district leaders will discuss «land acquisition» in executive session.

Consequently, on December 13, 2016, the board of NIL granted approval for a takeover bid to be made to all qualifying shareholders, for the acquisition of the offer shares.

East Hampton Town will purchase a second property on Squaw Road in Springs, near Three Mile Harbor, after the town board held a hearing on the acquisition last Thursday night.

The Southold Town Board unanimously approved the acquisition on Tuesday, Nov. 16, after a public hearing at which no members of the public spoke.

The Town Board held a public hearing on Nov. 3, 2010, on the proposed joint acquisition of the land with Suffolk County, and later authorized the deal to go forward.

Roger is currently a board member at Friendster and was a board observer at Neoteris prior to its acquisition by NetScreen... Most recently, he was a co-founder of Corio... Also the co-founder and President of NetMarket... Roger graduated with distinction from Yale University with a BA in Political Science... Battery Ventures is focused on investing in technology companies at all stages of growth... Team of over 25 experienced investment professionals... Guides companies to category dominance... Manages over $ 1.6 billion in committed capital.

Matrimony.com received board approval for the acquisition on Thursday.

Expressing concern about the feasibility to do just that, State Board member Wayne McDevitt ran through a lengthy list of all of the oversight and monitoring responsibilities that are placed on the shoulders of a very understaffed Office of Charter Schools, which include dealing with exploding charter school numbers and their associated acquisitions, renewals, revocations, expansions, replications and even litigation.

The Park City School Board met in closed session on Tuesday and discussed potential land acquisition for future school district needs.

There's GoPro integration and a new M Laptimer, a simple on - board data acquisition system that track hounds can use to analyze lap data.

The tender offer is conditioned upon, among other things, (i) the BVF Nominees being elected to Avigen's board of directors at a special meeting of stockholders called for that purpose, or otherwise appointed, and constituting a majority of directors on Avigen's board, (ii) the Avigen board redeeming the poison pill rights issued and outstanding under Avigen's Poison Pill Rights Plan, or the Purchaser being satisfied in its reasonable discretion that the Poison Pill Rights are otherwise inapplicable to this tender offer, the Purchaser or any affiliate or associate of the Purchaser and (iii) Avigen not having authorized, recommended, proposed, announced its intent to enter into or entered into an agreement with respect to or effected any merger, consolidation, liquidation, dissolution, business combination, acquisition of assets, disposition of assets, alternative strategy or relinquishment of any material contract or other right of Avigen or any comparable event or capital depleting transaction not in the ordinary course of business.

First, JPMC proposes to exclude from its risk - weighted assets, for purposes of applying the Board's risk - based capital guidelines for bank holding companies, the risk - weighted assets of Bear Steams existing on the date of acquisition of Bear Stearns by JPMC, up to a total amount not to exceed $ 220 billion.

Second, JPMC proposes to exclude from the denominator of its tier 1 leverage capital ratio, for purposes of applying the Board's tier 1 leverage capital guidelines for bank holding companies, the assets of Bear Stearns existing on the date of acquisition of Bear Stearns by JPMC, up to an amount not to exceed $ 400 billion.

Shareholders vote on critical issues, such as mergers and acquisitions, and elect directors to the board.

And since the board / management are the obvious problem / road - block here in terms of capital allocation, I do think the recent board changes actually offer asymmetric risk / reward — at worst, we end up with some new management / board members & just more of the same... but at best, we end up with a team who can actually deliver on acquisition (s) and / or a meaningful return of capital to shareholders (ideally, via a tender offer).

In response to your decision today to pursue the Sajan acquisition I hereby tender my resignation as President, CEO and CFO of MathStar and also my position on the Board of Directors, effective immediately.

All things considered, an acquisition would simply be empire building... And with Rasmala trading for a mere 28p on the pound, its own shares are the best value - enhancing acquisition opportunity available... the board needs to live up to its responsibilities here & seek to address such a huge value gap, by exercising the recently approved buyback authorisation as soon as possible & by also proposing another tender offer (the balance sheet clearly has the liquidity to fund it).